Agile Transformations. March 22, 2018

Transcription

1 Agile Transformations March 22, 2018

2 YOUR PRESENTER: CHARLIE SLAVEN MBA PMP CSSMBB CPA (INACTIVE) SA SP SPC PROFESSOR OF PRACTICE BUSINESS INFORMATICS NORTHERN KENTUCKY UNIVERSITY

3 Are Agile Transformations like this? Where our organizations change dramatically in form and substance to become a thing of beauty

4 Or are Agile Transformation more like this? Requiring our businesses to change internally with significance enabling them to survive, & then thrive!

5 Just so we are clear. Agile Transformations are Significant and High-Risk Organizational Changes

6 Let s begin with What is Agile? It is having the faculty for quick movement; Its being ready to move; i.e. being nimble It is much more than scrum ceremonies!!

7 What is Transformation? IT S A MARKED AND SIGNIFICANT CHANGE IN CHARACTERISTICS, ESPECIALLY THOSE FOR THE BETTER Improvements that Challenge us to the Core are Transformational. What will make us move from our comfort zone to this new, yet unknown state, which promises us improved customer value delivery?

8 What are the keys to success in business transformations today? LET S HEAR IT FROM AN EXPERT AT THE BOSTON CONSULTING GROUP! 7Jy48s How can this advice help us with our Agile Transformation?

9 FROM SCALED AGILE, INC. AND VERSIONONE THESE ARE THE TOP REASONS TO TRANSFORM TO AGILE (1) I. Accelerate Delivery II. Ability to Manage Changing Priorities III. Increase Productivity IV. Improve Project Visibility V. Enhance Software Quality VI. Reduce Project Risk VII. Improve Team Morale (1) Scaled Agile, Inc. and VersionOne 11 th Annual State of Agile Report THE COLLEGE OF INFORMATICS //

10 THE COLLEGE OF INFORMATICS // FOR THOSE WHO UNDERTAKE THIS JOURNEY BE PREPARED

11 From a Thought Leader this is the Management Challenge It is not enough that management commit themselves to quality and productivity. They must know what it is they must do. Such a responsibility cannot be delegated. W. Edwards Deming and if you can t come, send no one. Vignette from Out of the Crisis, Deming,1986 Scaled Agile, Inc.

12 SO WHAT IS REQUIRED? EMBRACE THE LEAN-AGILE MINDSET BUILD THE FOUNDATION BY DOING AGILE DEVELOP A VISION WITH A STRONG COALITION FOLLOW A PROVEN ROADMAP FROM SAFE INC. LEADING CHANGE AND DELIVERING BENEFITS

13 EMBRACE THE LEAN-AGILE MINDSET

14 Respect for people and culture Flow Innovation Relentless improvement Embrace Lean-Agile Values House of Lean VALUE Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools LEADERSHIP Value in the shortest sustainable lead time Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Scaled Agile, Inc.

15 Embracing the Lean Agile Mindset means that we are following the Lean Agile Principles SAFe Lean-Agile principles #1 - Take an economic view #2 - Apply systems thinking #3 - Assume variability; preserve options #4 - Build incrementally with fast, integrated learning cycles #5 - Base milestones on objective evaluation of working systems #6 -Visualize & limit WIP; reduce batch sizes; manage queue lengths #7 - Apply cadence, synchronize with cross-domain planning #8 - Unlock the intrinsic motivation of knowledge workers #9 - Decentralize decision-making Scaled Agile, Inc.

16 And we must build products incrementally and this fundamental practice accelerates value delivery Agile delivers value continuously over the project s life cycle : Documents Documents Unverified System System Scaled Agile, Inc.

17 Value Delivery Which Will Deliver Better Economics Early delivery provides more value quickly with quick feedback Fast feedback Time Scaled Agile, Inc.

18 NEXT: WHAT IS REQUIRED? BUILD ON A FOUNDATION BY DOING AGILE

19 Nothing Beats an Agile Team Cross-functional, self-organizing entities that can define, build and test a thing of value Applies basic scientific practice: Plan Do Check Adjust Delivers value every two weeks Plan PDCA Do Team 1 Team n Adjust Check Scaled Agile, Inc.

20 Demonstrate the full system every two weeks An integrated solution demo Objective milestone Demo from the staging environment, or the nearest proxy Full system System Team Scaled Agile, Inc.

21 Agile: Synchronizing in PI Planning Future product development tasks can t be pre-determined. Distribute planning and control to those who can understand and react to the end results.- Michael Kennedy, Product Development for the Lean Enterprise All stakeholders face-to-face (but typically multiple locations) Management sets the mission, with minimum possible constraints Requirements and design emerge Important stakeholder decisions are accelerated Teams create and take responsibility for plans PI planning Scaled Agile, Inc.

22 Continuously Deliver Value to Customers with DevOps Scaled Agile, Inc.

23 THE COLLEGE OF INFORMATICS // DOING AGILE SUMMARY: SPRINTS, PRODUCT INCREMENTS; LEARNING

24 Thirdly: WHAT IS REQUIRED? DEVELOP A VISION WITH A STRONG COALITION

25 DEVELOP A VISION FOR THE CHANGE WITH A STRONG COALITION You must have: A Burning Platform Proactive Leadership A Sense of Urgency Strong Multidimensional Support for the Vision Without a good vision, a clever strategy or a logical plan can rarely inspire the kind of action needed to produce a major change. John Kotter THE COLLEGE OF INFORMATICS //

26 WHAT DOES IT MEAN TO BUILD A STRONG COALITION? Train the Change Agents first Train all leaders, managers and Executives Train everyone on the teams Embed customers onto teams Empower Teams to make decisions Implement meaningful measurements Plan and implement the first Release Start developing in sprints and learn faster Transition to funding value streams with lean budgeting DEPARTMENT OF BUSINESS INFORMATICS//

27 CREATE A LEAN-AGILE CENTER OF EXCELLENCE A guiding coalition that operates as an effective team can process more information, more quickly. It can also speed the implementation of new approaches because powerful people are truly informed and committed to key decisions. John P. Kotter, author of Leading Change The work of the Lean-Agile transformation is typically led by a Lean-Agile Transformation Team that is committed to delivering the improvements. The team should include executive participants. SAFE AGILE SCALED AGILE, INC.

28 Fourth WHAT IS REQUIRED? FOLLOW A PROVEN ROADMAP FROM SAFE, INC.

29 The Implementation Roadmap Where are you? Scaled Agile, Inc.

30 Identifying and Improving Value Streams Eliminate the waste of non-value added work The 8 wastes (TIMWOODS) include: Transportation Inventory Motion Scaled Agile, Inc. The 8 wastes continued: Waiting Over processing Over production Defects Skill

31 Identifying and Improving Value Streams with Release Trains Scaled Agile, Inc.

32 Sustain and Improve 1. Establish Communities of Practice 2. Advance the skills of teams by improving their agility 3. Advance the Release Train Engineer s Skills 4. Implement Agile HR Practices 5. Measure and Take Action 6. Enhance performance with self-assessments 7. Improve Agile Architecture, DevOps, and technical practices 8. Reduce time to market with Value stream Improvements 9. Start with Essential SAFe 10. Configure as needed the SAFe Spanning Palettes of: a) Vision b) System Teams c) Lean UX 11.Add additional Levels of the SAFe model as needed 12.Evaluate the implementation and make improvements Scaled Agile, Inc.

33 Finally: WHAT IS REQUIRED? LEADING THE CHANGE AND DELIVERING BENEFITS

34 Respect for people and culture Flow Innovation Relentless improvement Leading the Change! VALUE LEADERSHIP People are already doing their best; the problems are with the system. Only management can change the system. W. Edwards Deming Scaled Agile, Inc.

35 Delivering the Benefits! 10 50% happier, more motivated employees 30 75% faster time-to-market 20 50% increase in productivity 25 75% defect reduction See ScaledAgileFramework.com/case-studies Scaled Agile, Inc.

36 CHARLIE SLAVEN QUESTIONS?